2030年的商业未来:ESG对当今供应链的影响

Understanding the external factors shifting the world is only the first step in becoming primed for success in 2030. With this knowledge, supply chain leaders can identify the weaknesses and strengths of their operations to plan for the future of business, whatever the future may bring. Otherwise, they’ll be left struggling to catch up with companies driving the leading edge. But supply chains commonly operate in a linear and static manner, and they’re in need of a serious overhaul. It is critical to have an agile supply chain strategy for a competitive advantage.

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Building on the environmental, social, and governance (ESG) strategies introduced earlier in our series, these core steps are crucial to stay competitive in 2030.

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Integrate the supply chain across the product life cycle

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Supply chain teams need to be intimately involved in every point of the product life cycle. Decisions about products need to be guided by ESG strategy, which should be closely linked to the supply chain’s ability to deliver. Connecting new product development from procurement through marketing is paramount, not just for overall business health, but also for the supply chain to be in sync with life cycle progression.

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For instance, consumers expect materials to be ethically sourced. Supply chain strategists need to be involved in those decisions so leaders can manage supplier planning and selection. Sustainable sourcing requirements will change over time and require continuous engagement with suppliers, and in some cases, even with suppliers’ suppliers.

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Supply chain teams can more effectively balance supply and demand when they’re in sync with the product’s life cycle. They need to track and support new product introductions or end-of-life scenarios to properly allocate resources and operational plans to balance supply and demand. More often, supply chain managers will be required to introduce engineering change orders for existing products to support sustainable sourcing goals. Having the agility to manage this change and still meet production or assembly targets will ensure cost, profit, and service goals can continue to be achieved.

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Collaborate with every stakeholder

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Beyond keeping the supply chain in sync with product life cycles, staying in close collaboration with each business unit of the organization is fundamental to responding to supply chain disruption.

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Using Connected Planning, each stakeholder from finance and workforce planning to supply chain and sales can keep up to date with overall performance. From there, advanced forecasting and scenario planning can ensure every department has the information they need to make competitive decisions with confidence.

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If the supply chain team can forecast a disruption, marketing can prepare a strategy to manage demand and avoid overpromising to consumers. Similarly, marketing can provide their operational plan and forecasts to inform the supply chain team of projected fluctuations in demand so they can prepare accordingly.

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For example, according to an article by CNBC, the automotive industry is projected to lose a staggering $210 billion in 2021 revenue due to a microchip shortage. Demand is there but supply is not, thanks to ongoing production issues in Asia and distribution bottlenecks that are an effect of COVID-19. Supply chain leaders may have their hands tied, but with additional forecasting and planning, the marketing and sales teams can align with the supply chain to rework their incentive and retail plans.

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Company leadership needs to make informed decisions to not only survive the shortage, but also to provide reassurances and information to the public to maintain their position in the market. Improved collaboration around available inventory and alternative shipping costs (air freight) would provide supply chain leaders with the right information to help inform assembly, marketing, and sales teams of what is available to promise customers under these difficult circumstances.

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Increase resiliency

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Any “what-if” scenario needs to be coupled with a solution. Guided by ESG strategies, supply chain leaders need to diversify their external resources. At a high level, sustainability-focused practices will become increasingly important as climate change and global resource shortages become more serious by 2030. Making sustainability a core tenet of your operations will not only better position your business to be on the leading edge of manufacturing trends in the future, but will also improve consumer perception and loyalty, while ultimately lowering operating costs over time.

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To avoid major disruption caused by environmental disaster, supply chain leaders should ensure every third party is providing the information necessary to pivot quickly. Using Anaplan, a supply chain team and their partners can share and collaborate using real-time information and forecasting to shift production as necessary.

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If a primary manufacturer experiences a labor shortage and production will drop by 50%, supply chain leaders should be prepared with a contingency plan in which a different manufacturer increases their production by 50%. Using Anaplan, these data points are compiled in a single location, allowing leaders to make decisions quickly without falling behind.

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Conclusion

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The future of business 2030 isn’t simply a conversation about technology. It’s about shifting norms, values, expectations, and relationships. Businesses need to pivot quickly to respond to climate, social, and political change to meet customer expectations and financial goals.

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However, without the right technology, businesses will quickly fall behind the competition. An agile supply chain strategy is non-negotiable for a competitive advantage.

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By moving away from the disparate data spreadsheets and limited visibility and collaboration of piecemeal solutions, companies will find themselves ahead of the pack. With Connected Planning, enterprise supply chain teams can be proactive in using cross-departmental and third-party data to create informed, accurate projections and forecasts. This unleashes the potential to grow, evolve, and thrive within the changing world using a holistic approach to business operations.

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了解改变世界的外部因素只是为2030年的成功做好准备的第一步。有了这些知识，供应链领导者可以确定其业务的弱点和优势，以规划未来的业务，无论未来可能带来什么。否则，他们将不得不奋力追赶那些处于领先地位的公司。但供应链通常以线性和静态的方式运作，它们需要进行认真的改革。敏捷供应链战略对于获得竞争优势至关重要。

在本系列文章前面介绍的环境、社会和治理(ESG)战略的基础上，这些核心步骤对于在2030年保持竞争力至关重要。

整合整个产品生命周期的供应链

供应链团队需要密切参与产品生命周期的每一个环节。有关产品的决策需要以ESG战略为指导，该战略应与供应链的交付能力密切相关。将新产品开发从采购到营销连接起来是至关重要的，这不仅是为了整体业务健康，也是为了使供应链与生命周期进程同步。

例如，消费者希望材料的来源符合道德规范。供应链战略家需要参与这些决策，这样领导者才能管理供应商的计划和选择。可持续采购需求将随着时间的推移而变化，需要与供应商持续合作，在某些情况下，甚至需要与供应商的供应商合作。

当供应链团队与产品的生命周期同步时，他们可以更有效地平衡供需。他们需要跟踪和支持新产品引入或生命周期结束的场景，以适当地分配资源和运营计划，以平衡供需。更常见的是，供应链经理将被要求为现有产品引入工程变更订单，以支持可持续采购目标。拥有管理这种变化的敏捷性，并且仍然满足生产或组装目标，将确保成本、利润和服务目标能够继续实现。

与每个利益相关者合作

除了保持供应链与产品生命周期同步之外，与组织的每个业务部门保持密切合作是应对供应链中断的基础。

使用连接计划，每个利益相关者金融和劳动力计划来供应链和销售能及时了解整体表现。从那里,先进的预测和情景规划可以确保每个部门都有他们需要的信息，以自信地做出竞争决策。

如果供应链团队可以预测中断，营销可以准备一个策略来管理需求，避免对消费者过度承诺。同样，市场营销可以提供他们的运营计划和预测，以通知供应链团队预计的需求波动，以便他们做好相应的准备。

例如,根据CNBC的一篇文章在美国，由于微芯片短缺，预计2021年汽车行业的收入将损失高达2100亿美元。由于亚洲持续的生产问题和COVID-19影响的分销瓶颈，需求有，但供应没有。供应链的领导者可能会被束缚手脚，但是通过额外的预测和计划，营销和销售团队可以与供应链保持一致，重新制定他们的激励和零售计划。

公司领导层需要做出明智的决定，不仅要在短缺中生存下来，还要向公众提供保证和信息，以保持他们在市场中的地位。围绕可用库存和替代运输成本(空运)的改进协作将为供应链领导者提供正确的信息，以帮助告知组装、营销和销售团队，在这些困难的情况下可以向客户承诺什么。

增加弹性

任何“假设”场景都需要与解决方案相结合。在ESG战略的指导下，供应链领导者需要使其外部资源多样化。在高层次上，随着气候变化和全球资源短缺在2030年变得更加严重，注重可持续发展的做法将变得越来越重要。将可持续发展作为企业运营的核心原则，不仅可以使企业在未来的制造业趋势中处于领先地位，还可以提高消费者的认知度和忠诚度，同时最终降低运营成本。

为了避免环境灾难造成的重大破坏，供应链领导者应该确保每个第三方都提供必要的信息，以便快速转向。使用anplan，供应链团队和他们的合作伙伴可以共享数据合作根据需要使用实时信息和预测来调整生产。

如果一家主要制造商出现劳动力短缺，产量将下降50%，供应链领导者应该准备一个应急计划，让另一家制造商将产量提高50%。使用anplan，这些数据点在一个地方汇编，允许领导者快速做出决策，而不会落后。

结论

2030年商业的未来不仅仅是关于技术的对话。它是关于规范、价值观、期望和关系的转变。企业需要迅速转向，对气候、社会和政治变化做出反应，以满足客户的期望和财务目标。

然而，如果没有合适的技术，企业将很快落后于竞争对手。为了获得竞争优势，敏捷供应链战略是不容商量的。

通过摆脱分散的数据电子表格和有限的可见性以及零散解决方案的协作，公司将发现自己处于领先地位。与连接计划，企业供应链团队可以积极主动地使用跨部门和第三方数据来创建明智、准确的预测和预测。这释放了在不断变化的世界中成长、发展和繁荣的潜力，使用整体的方法来进行业务运营。